Can learning organizations survive in the newer NHS?

Implementation Science

Volumn 1, Issue 1, 2006, Pages

  Sheaff, Rod ^a   Pilgrim, David ^b,c  

^a UNIVERSITY OF PLYMOUTH   (United Kingdom)

^b UNIVERSITY OF CENTRAL LANCASHIRE   (United Kingdom)

^c UNIVERSITY OF LIVERPOOL   (United Kingdom)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 34248188592     PISSN: None     EISSN: 17485908     Source Type: Journal    
DOI: 10.1186/1748-5908-1-27     Document Type: Article

References (70)

1. Secretary of State for Health: A first class service: quality in the new NHS London: Department of Health; 1998.
2. Scally G, Donaldson LJ: Clinical governance and the drive for quality improvement in the NHS in England. British Medical Journal 1998, 317:61-5.
3. Wilkinson JE, Rushmer RK, Davies HTO: Clinical governance and the learning organisation. Journal of Nursing Management 2004, 12(2):105-13.
4. Davies HTO, Nutley SM: Developing learning organisations in the new NHS. British Medical Journal 2000, 320:998-1001. (8 April)
5. Tsang EWK: Organizational learning and the learning organization: A dichotomy between descriptive and prescriptive research. Human Relations 2000, 50(1):73-89.
6. Senge PM: The fifth discipline: the art and practice of the learning organization New York: Random House; 1990.
7. Sheaff R, Schofield J, Mannion R, Dowling B, Marshall M, McNally R: Organisational factors and performance: a review of the literature NHS Service Delivery and Organisation R&D Programme, Programme of Research on Organisational Form and Function. London; 2004.
8. Friedman VJ, Lipshitz R, Popper M: The mystification of organisational learning. Journal of Management Enquiry 2005, 14(1):19-30.
9. Gherardi S: From organizational learning to practice-based knowing. Human Relations 2001, 54(1):131-139.
10. Bedeian AG: Contemporary challenges in the study of organizations. Journal of Management 1986, 12:185-201.
11. Lipshitz R, Popper M, Oz S: Building Learning Organizations: The Design and Implementation of Organisational Learning Mechanisms. Journal of Applied Behavioural Science 1996, 32(3):292-305.
12. Thomsen HK, Hoest V: Employees' perception of the learning organization. Management Learning 2001, 32(4):469-491.
13. Dovey K: The learning organization and the organization of learning. Management Learning 1997, 28(3):331-349.
14. Easterby-Smith M: Disciplines of Organizational Learning: Contributions and Critiques. Human Relations 1997, 50(9):1085-1113.
15. Foley G: Adult education and capitalist reorganization. Studies in the Education of Adults 1994, 26(6): 121-143.
16. Clegg SR: Frameworks of Power London: Sage; 1989.
17. Armstrong H: The learning organization: changed means to an unchanged end. Organization 2000, 7(2):355-361.
18. Contu A, Grey C, Örtenblad A: Against learning. Human Relations 2003, 56(8):931-952.
19. Lipshitz R, Popper M: Organisational learning in a hospital. Journal of Applied Behavioural Science 2000, 36(3):345-61.
20. Vassalou L: The learning organization in health-care services: theory and practice. Journal of European Industrial Training 2001, 25(7):354-365.
21. Driver M: The learning organization: Foucauldian gloom or Utopian sunshine? Human Relations 2002, 55(1):33-53.
22. Ellinger AD, Ellinger AE, Yang B, Howton SW: The relationship between the learning organisation concept and firms financial performance: an empirical assessment. Human Resources Quarterly 2002, 13(1):5-21.
23. Kontoghiorghes C, Awbre SM, Feurig PL: Examining the relationship between learning organization characteristics and change adaptation, innovation, and organizational performance. Human Resources Quarterly 2005, 16(2):185-212.
24. Ventriss C, Luke J: Organizational learning and public policy: towards a substantive perspective. American Review of Public Administration 1998, 18(4):337-357.
25. Giunipero LC: Organizational change and survival skills for materiel managers. Hospital Materiel Management Quarterly 1997, 18(3):36-44.
26. Bohmer RMJ, Edmonson AC: Organizational learning in health care. Health Forum Journal 2001, 44(2):32-35.
27. Senge PM: The leader's new work: building learning organizations. Sloan Management Review 1990, 32(1):7-23.
28. Cepetelli EB: Building a learning organization beyond the walls. Journal of Nursing Administration 1995, 25(10):56-60.
29. Ananthanarayanan R, Gibb BL: A framework for describing organizational models and a path of transformation. Organization Development Journal 2002, 20(4):85-93.
30. Bate P: Strategies for Cultural Change London: Butterworth Heinemann; 1998.
31. De Holan PM, Phillips N, Lawrence B: Managing organizational forgetting. MIT Sloan Management Review 2004, 45(2):45.
32. Senge PM: Mental models. Planning Review 1992, 20(2):4-11.
33. Hassouneh J: Developing a learning organization in the public sector. Quality Progress 2001, 43(1):106-108.
34. Mintzberg H, Ahlstrand B, Lampel J: The strategy safari New York: Free Press; 1998.
35. Snell RS: The learning organisation, sense giving and psychological contracts: a Hong Kong case study. Organization Studies 2002, 23(4):549-569.
36. Collins A, Brown J, Newman S: 'Cognitive apprenticeship: teaching the crafts of reading, writing and mathematics'. In Knowing, Learning and Induction Edited by: Resnick LB. New Jersey: Earlbaum; 1989.
37. Snell R, Chak AM-K: The learning organization: learning and empowerment for whom? Management Learning 1998, 29(3):337-364.
38. Klunk SW: Conflict and the dynamic organization. Hospital Materiel Management Quarterly 1997, 19(2):37-44.
39. Waldersee R: Becoming a learning organization: the transformation of the workforce. The Journal of Management Development 1997, 16(4):262-9.
40. Hammer M, Champy J: Reengineering the corporation; a manifesto for business revolution London: Nicholas Brealey; 1993.
41. Fiol CM, Lyles MA: Organizational learning. Academy of Management Review 1985, 10:803-813.
42. Sennett R: The culture of the new capitalism Yale: Yale University Press; 2005.
43. Argyris C, Schön DA: Theory in practice : increasing professional effectiveness Sun Francisco: Jossey-Bass; 1974.
44. Zollo M, Winter S: Deliberate learning and the evolution of dynamic capabilities. Organization Science 2002, 13(3):339-51.
45. Mueller F: The role of know-how in corporate rejuvenation: the case of Rover. Business Stratgey Review 1993, 4:15-24.
46. Leonard-Barton D: The factory as a learning laboratory. Sloan Management Review 1992, 34(1):23-38.
47. Rogan M, Gratton L, Ghoshal S: The Transformation of BP London: London Business School; 2004.
48. Delbridge R, Barton H: Organizing for continuous improvement - structures and roles in automotive components plants. International Journal of Operations & Production Management 2002, 22(5-6):680- 692.
49. Nonaka I, Takeuchi H: The Knowledge Creating Company: How Japanese Companies Create the Dynamics of Innovation Oxford: Oxford University Press; 1995.
50. Wagner EH: Chronic disease management: What will it take to improve care for chronic illness? Effective Clinical Practice 1998, 1:2-4.
51. Kane R, Keckhafer G, Flood S, Bershadsky B, Siadaty M: The effect of Evercare on hospital use. Journal of the American Geriatrics Society 2003, 51:1427-34.
52. Hoff T, Pohl H, Bartfield J: 'Creating a Learning Environment to Produce Competent Residents: The Roles of Culture and Context'. Academic Medicine 2004, 79(6):532-39.
53. Bate SP, Robert G: Knowledge management and communities of practice in the private sector: lessons for modernizing the National Health Service in England and Wales. Public Administration 2002, 80(4):643-663.
54. Currie G, Brown A: Narratological approach to understanding processes of organizing in a UK NHS hospital. Human Relations 2003, 56(5):563-586.
55. Sheaff R, Sibbald B, Campbell S, Roland M, Marshall M, Pickard S, Gask L, Rogers A, Halliwell S: Soft governance and attitudes to clinical quality in English general practice. Journal of Health Services Research and Policy 2004, 9(3):132-8.
56. Poxton A: Working across boundaries London: Kings Fund; 1999.
57. House of Commons Health Committee: Changes to Primary Care Trusts. Second Report of Session 2005-06. Report, together with formal minutes, oral and written evidence London: The House of Commons; 2005.
58. Kolb DA: Experiential learning : experience as the source of learning and development Englewood Cliffs: Prentice-Hall; 1984.
59. Zemke R, Zemke S: Where do leaders come from? Training 2001, 38(8):44.
60. Dowling B, Sheaff R, Pickard S: Accountability in primary care: the influence of governance structure. Reforming Health Systems: Analysis and Evidence, Aldershot, Ashgate 2006.
61. Wanless D: Securing our future health: taking a long-term view London: H.M. Treasury; 2002.
62. Currie G, Procter S: The antecedents of middle managers' strategic contribution: the case of a professional bureaucracy. Journal of Management Studies 2005, 42(7):1325-56.
63. Currie G, Suhomlinova O: Knowledge sharing in the UK NHS: the triumph of professional power and the inconsistency of policy. Public Administration 2006, 84(1):1-30.
64. Checkland K: National Service Frameworks and UK general practitioners: street-level bureaucrats at work? Sociology of Health and Illness 2004, 26(7):951-975.
65. Department of Health [England]: Best research for best health London: Department of Health; 2006.
66. Campbell SM, Sheaff R, Sibbald B, Marshall MN, Pickard S, Gask L, Halliwell S, Rogers A, Roland MO: Implementing clinical governance in English primary care groups/trusts: reconciling quality improvement and quality assurance. Quality and Safety in Health Care 2002, 11:9-14.
67. Rogers A, Campbell S, Gask L, Sheaff R, Marshall M, Halliwell S, Pickard S: Some national frameworks are more equal than others: Implementing clinical governance for mental health in primary care groups and trusts. Journal of Mental Health 2002, 2:199-212.
68. Degeling P, Maxwell S, Iedema R: 'Restructuring clinical governance to maximise its developmental potential'. In Governing Medicine: Theory and practice Edited by: Gray A, Harrison S. Maidenhead, Open UP; 2004.
69. Freeman T, Walshe K: Achieving progress through clinical governance? A national study of health care managers' perceptions in the NHS in England. Quality and Safety in Health Care 2005, 13:335-43.
70. Offe C: Contradictions of the welfare state London: Hutchinson Education; 1984.